How we work -
reziliencia model

We are pooling knowledge and resources, building partnerships between sectors to maximise impact.

Before starting the development, we will assess together with you by means of a questionnaire and an interview where the organisation is at and which elements within each pillar need to be improved.

We can use the resilience model to put the sub-areas to be developed in context and thus identify development priorities.

Based on this, we work with our clients to define development goals and key indicators to support the achievement of these goals.

The development will be carried out according to a jointly agreed timetable, in a long-term manner, in line with the organisation’s operations, and with the involvement of the appropriate experts. In all cases, the aim and expected outcome of development is that the organisation can move up a level and multiply its positive social impact.

the Scale Impact resilience model

Strategic operations
Achieving long-term positive social change requires a strategic approach, planning and appropriate feedback. The organisational strategy and the functional strategies that build on it provide the framework for responsiveness. According to our model, an organisation works strategically if it has up-to-date organisational and functional strategies, key stakeholders are aware of the main elements of the organisational strategy, and there is regular monitoring and periodic review of the implementation of the strategies.
Impact measurement
An organisation's social/environmental impact is the lasting change it can achieve in the lives (knowledge, skills, attitudes) of its stakeholders, in the attitudes and behaviour of the majority of society, and in the reduction of environmental pressures. According to our model, an organisation is engaged in impact measurement if it has a logical link between its activities and the long-term goal, measures the social impact of its activities with the involvement of clients and other stakeholders, collects and analyses this data, and uses the results of impact measurement both to inform its stakeholders and to improve its own activities.
Organisational culture
Organisational culture is a set of commonly held assumptions, values, beliefs and convictions that are accepted and understood by the organisation. These are accepted and followed by the members of the organisation and passed on to new members as models to follow in solving problems and as desirable ways of thinking and behaving. An organisation is considered to be working well in this area if it ensures employee involvement in decision-making, is people-centred, customer-focused and focused on achieving long-term positive change.
The skills and abilities of leaders are the main constraints for any organisation. A well-managed organisation has sufficient resources to carry out its activities and uses them effectively. Staff/volunteers are well trained, there is a separation between management and governance and a flexible organisational structure.
Prudence, legal compliance
Prudence means operating prudently, responsibly and in accordance with client interests, legislation and internal rules. In our model, an organisation operates prudently if it has and applies the financial, accounting, tax and legal knowledge it needs to operate. The organisation plans and measures its operations, and managers have regular access to information on this.
Transparency ensures that the organisation's managers, employees, volunteers, supporters and external stakeholders have a true picture of the organisation's operations and finances. In addition, transparency in the organisation's funding and decision-making is a prerequisite for transparency.
Financial stability
Although most organisations perceive a lack of funding as the primary problem, this is usually only a symptom of deficiencies in other areas. According to our model, an organisation is considered financially stable if it has several legs to stand on and diversified revenues. Its revenues are sufficient to cover its costs, maintain and improve the infrastructure necessary for its operations and have financial reserves to cope with unexpected situations.
Professional stability
For an organisation to make a lasting and measurable positive change, it needs to achieve the right level of organisation. We consider an organisation to be professionally stable if its professional activities are based on the needs of its stakeholders, are well documented, standardised, the organisation has up-to-date professional knowledge and a sufficient and appropriate proportion of new and returning clients.
To achieve the right social impact, you need not only good communication but also a wide range of partnerships, what we call embeddedness. According to the resilience model, an organisation is considered to be well embedded if it is known to and reaches its target groups through appropriate communication channels, has appropriate content, is well known by them and has a wide range of partnerships with stakeholders to achieve social impact.
Environmental sustainability
Eight years before the target date of the Paris climate agreement, no organisation can operate without taking environmental sustainability into account. Here too, the first step is to raise awareness, set targets and measure back, and then we can help you identify and implement the interventions needed to reduce your environmental impact.